Permanently Failing Organizations? Small Business Recovery After September 11, 2001

Permanently Failing Organizations? Small Business Recovery After September 11, 2001
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永远失败的组织？

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发表时间：
2007
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通讯作者：
Leigh Graham
Leigh Graham
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作者：
Leigh Graham

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2001年9月11日之后，曼哈顿下城的小企业生动地描绘了灾难后的脆弱性。这一定性分析的复苏，为小型零售和服务公司，50名或更少的员工是基于人种学的实地考察，访谈和文献研究，从2001年9月至2005年。灾后强调以地方为基础的对公司的援助与下曼哈顿的宏观重建计划相冲突。小企业的恢复受到阻碍，因为援助计划响应了新的紧迫感，对地方的依恋，以及以解决灾难加速的社区经济变化为代价的邻里概念。对不断变化的环境和小企业的恢复需要作出有效方案反应的要素包括：（a）长期规划援助和搬迁备选办法;（B）关于影响企业恢复的所有重新开发倡议的情报;（c）赠款和贷款相结合，承认私人资金和公共资金的实际支付时间表。
Small businesses in Lower Manhattan after September 11, 2001, paint a telling portrait of vulnerability after disasters. This qualitative analysis of recovery for small retail and service firms with 50 or fewer employees is based on ethnographic fieldwork, interviews, and documentary research from September 2001 through 2005. A postdisaster emphasis on place-based assistance to firms conflicted with macro-level redevelopment plans for Lower Manhattan. Small business recovery was impeded as aid programs responded to a new sense of urgency, attachment to place, and prestorm conceptions of the neighborhood at the expense of addressing community-wide economic changes accelerated by the disaster. Ingredients for effective programmatic response to the shifting environment and recovery needs of small businesses include (a) long-range planning assistance and relocation options, (b) intelligence on all redevelopment initiatives that affect firms' recovery, and (c) a blend of grants and loans that acknowledges realistic disbursement schedules of private versus public monies.